Copyright 2011 CoralBridge Partners

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1 Leadership Pipeline Dashboard Summary =Source of Design C-Level Executives needs /best practices =Overall Goal in Talent Management =Logic behind the Leadership Pipeline Dashboard =Screen Shots (examples) =Outcome of the Leadership Pipeline Dashboard! Copyright 2011 CoralBridge Partners

2 Table of Contents Front Sheet and Table of Contents (pg 1-3) Materials Follow: Pg.4: Source of Design and qualitative data source-the Human Asset Inventory : Comments made by C-Level executives that formed basis of the Dashboard Experiences leading Succession Planning in major organizations Pg.5:Overall Goal Improve the Performance of all Human Assets Pg.6:Information and insights needed at various levels to be successful Pg.7:Level of HR Analytic Value focus of the Dashboard is in on Strategic and Predictive Pg. 8:End State of Succession/Talent Management Pg.9: Leadership Pipeline Dashboard overall logic of reports that can accelerate or dampen organizational performance 2

3 Screen Shots sample of Capabilities Pg :From the Navigational Cockpit features Total Pipeline very flexible can be reconfigured many different ways Help Desk Best Practices in talent management for managers and HR, who supports those individuals; Report Writing Capability Pg.15-19:Performance Enhancement or Degradation Examples of Reports Underleveraged Top Talent Report Investing in Development Planning and On-Boarding how to access Cost of Poor Performance Report Promotable Hit-Miss Report Performance Talent Assessment Consistency Report Pg : Succession planning for key positions What you see as you start the main navigation panel How to prepare/consolidate data Summary Picture Pg : Predictive Capability Ability to predict outcome for a key initiative Logic behind the configuration of ten key talent factors Sample of a project used for discussion purposes in strategy formulation Pg.28-29: Outcome Benefits of the Leadership Pipeline Dashboard Organizational Level Outcome at the grass roots level: Managers and Human Resource on a daily basis in an3 Organization

4 Design.. needs based upon key inputs by C-Level executives/practical experience: Interviews with key executives: 20 Senior CEO s/coo s/chro s in well thought of companies: What should a Decision Support System do/be what should go into the Design What is the need for different levels using the Dashboard? Experiences as C Level executives directing succession planning and talent management in FedEx; Lucent; PepsiCo; H-P; ADT Services. Baxter international; Bank of America; For clarification purposes: The Leadership Pipeline Dashboard is based on the proven Human Asset Inventory, a conversational based approach, with no paper to fill out that produces data with integrity, believable, accurate, timely information.---the qualitative input into the Dashboard; takes the first important goal Job 1--to assist you to segment your talent base and have a real, consolidated picture of your bench.cloud-based; 4

5 1 Goal: Improving the Performance of all Human Assets Execution Organization Performance Lift Variable By-Standers Typical Game Changers Profit Per Employee $ 20K $ 28K $ 38K Shareholder value Per Employee Customer Service/ Will recommend you $ 252K $ 290K $ 357K >4% 15% 72% Your Organization Execution Drag Organization Performance # % # % # %

6 Leadership Pipeline Information and Insights at different levels Executive Leader Pool Senior Leader Pool Key Manager Pool Early Watch List 6

7 Human Resources Value Curve level of analytics Level of Potential Value Who do we have working here and how are we serving them? Transactional How effective is Human Resources? Predictive Capability Report: Do we have the organizational change capacity to launch and sustain a specific strategic initiative Leadership Pipeline Dashboard Do we have the bench-strength we need to achieve our strategic direction? Operational Strategic Predictive Value Produced By HR within HR * Adapted from article: Human Resources Adding Value; Greg Ross, date unknown By Leaders Support by HR Leadership 7

8 End state of the Leadership Pipeline Dashboard Improve the performance of all Human Assets and the ability to implement the strategic agenda, build an organization that can compete and win today and tomorrow; Serving multiple audiences: Organizations talent ready to step-in and step-up /successors for key positions known and nurtured a full and flowing pipeline of talent; Creating a competitive advantage, Minimize Risk, Avoiding any competitive disadvantage in the marketplace; and A decision support system to assist in making not all the decisions, but the key ones; Individual Leaders in the System A GPS to assist seeing a path and have resources to; Be highly motivated on a day to day basis; Feel good long term about want to be here Human Resources seen as a key player, highly credible and valued for perspective and skills in talent management; A Key activity that can get HR at the table, and helps HR stay there 8

9 Leadership Pipeline Dashboard overall logic of reports based upon how a particular people performance issue is managed it can either lift an organizations performance or cause performance can deteriorate BUSINESS PERFORMANCE ADVANCED RIGHT PEOPLE ON THE PLANE 10 Reports EXECUTION EXCELLENCE LIFT WRONG PEOPLE (Should be) OFF THE PLANE 8 Reports DRAG RIGHT PEOPLE RT SEATS 10 Reports EXECUTION POOR BUSINESS PERFORMANCE DIMINISHED Copyright 2007 Chicago Change Partners LLC All Rights Reserved

10 Leadership Pipeline Dashboard Sample of Capabilities and Reports From the Navigational Cockpit features Total Pipeline very flexible can be reconfigured many different ways Help Desk Best Practices in talent management for managers who use and HR who supports; Report Writing Capability Performance Enhancement or Degradation Examples of Report (Overall 28 reports that can be configured many different ways) Underleveraged Top Talent Report Investing in Development Planning and On-Boarding how to access Cost of Poor Performance Report Promotable Hit-Miss Report Performance Talent Assessment Consistency Report will affect ability to align Succession planning for key positions What you see as you start the main navigation panel How to prepare/consolidate data Summary Picture Predictive Capability Ability to predict outcome for a key initiative Logic behind the configuration of ten key talent factors Sample of a project used for discussion purposes in strategy formulation 10

11 TOTAL PIPELINE OF TALENT VARIOUS LEVELS VARIOUS ISSUES 11

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13 EXTENSIVE ON-LINE SUPPORT A ROBUST HELP DESK 13

14 TOTAL PIPELINE ROBUST REPORT WRITING CAPABILITY Filters and also tailored reports 14

15 PERFORMANCE ISSUE: TOP TALENT UNDERUTILIZED WASTING OF CONTRIBUTION +RETENTION RED ALERTS SIGNALS Research--Retention of your best: better performers leave because they are reporting to poor managers 15

16 PERFORMANCE ISSUE: TWO KEY TIMES INVESTING FOR THE FUTURE On-Boarding: At the Director level and above 40% fail in first 100 days script is written; this is a must also a 90 day assessment is built into the Dashboard Individual Development Planning: Just to stay competitive your best know the calibration point on the street your competitors are investing here if you are not, could lose your best; can monitor/track the plans. 16

17 PERFORMANCE ISSUE: COST OF POOR PERFORMANCE + TOLERATED? Issue: Poor performers will put drag on any change effort 17

18 PERFORMANCE ISSUE: PROMO ABILITY POOL HIT/MISS REPORT Issue: Promotions should go to those that are on the promotions list---this activity is Values in Action for your organization not what you say, it is what you do! 18

19 PERFORMANCE ISSUE: OVERALL MESSAGING --CONSISTENCY IN THIS CASE; ALIGNMENT RED ALERTS SPOT ISSUES 19

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23 Definitions of terms used: Future Successors: 1-2 Employees who would seem to be the most logical successor. If there is not a qualified candidate do not list one. For the successors, also indicate present readiness to assume the position: Emergency Step-In Candidate: Who could handle the position on a temporary basis until the present incumbent returns or until the position is filled? Pipeline Candidate: Someone who is not presently qualified, but who could develop the required competencies and experience to be a viable candidate in 3+ years Readiness needs to be checked in terms of: 100%: Fully competent to step in and step up into that position 75%: Some development is required there would be some growth, but they would be capable of producing solid expected results; and 50%: They could be successful, a stretch, but consider the following: They will need a solid development plan; What kind of team are they inheriting; and What caliber direct boss and can/will he or she spend enough time with that individual to assure success.

24 Prediction* of Ability to Implement a specific Initiative test driving the initiative * At this point in the evolution of the Leadership Pipeline Dashboard has to be produced manually the next iteration our goal is to automate this capability. This type of report has been used successfully in Strategy Formulation sessions at FedEx; Baxter, Bank of America and ADT to test drive an initiative. Additional research is needed prior to automating the capability/report. Those factors essential in launching and successfully implementing a specific initiative if you have enough lift and a minimum of drag, lift-off will occur 24

25 Prediction of Ability to Implement a specific Initiative test driving our organization Those factors essential in launching and successfully implementing a specific initiative if you have enough lift and a minimum of drag, lift-off will occur 25

26 Organizational Issues---from research and experience Lagging Indicators Leading Indicators Mission Critical Stabilizers Lift Off Required Vs. Drag Stability in Flight Mission Critical 1. Leadership Pipeline Picture of Bench robust broad leadership (1) and a solid project management team in place Important to Sustain Financials: Income Statement 6. Leadership Risk of Losing Perspective Key talent vulnerability/we lose them (14)particular concern with key successors not in place 7. Hi potential Under-Employed reporting 2. Key Unit s Capability- enough gamechangers to take on new challenge top 2 levels to a poor leader not developing or holding back our best who could contribute more ((24) in key unit (2) 3. Pivotal Position Incumbent(s)- solid leaders in the make or break positions (19)/(27 4. Cost Tolerance of Poor Performance history of stepping up to the issue meritocracy in place (11)/(12) 5. Core Competencies/Technical Leadership Strength in key areas to Balance Sheet Budget Variance Analysis 8. Vacant position List Lack of Progress Not filling our key jobs on a timely basis (9) 9. Ratings-Rewards Alignment misaligned Lack of consistency; performance- ratings compensation sending the wrong signals(13) 10. Promotion Pool Hit or Miss our best not getting the jobs poor selections made(10) support the strategic agenda (20) 26

27 5: Solid Lift 3: Stability 1: Significant Drag 1. Leadership Pipeline Coalition of leaders in unit Pivotal Positions 5. Core Competency Technical Depth Poor Performance (1-5) Mission Critical Indicators Hi-Po Under Employed 9. Rating Reward Alignment 8. Risk of Losing Vacant Position Progress 10. Promotion Pool Utilization (6-10) Stabilizing Indicators 27

28 LEADERSHIP PIPELINE DASHBOARD HOW DOES IT HELP THE ORGANIZATION? Outcome for an organization: Moves an organization away from the common once a year mentality -- Alignment provides everyone a clear and comprehensive picture of talent and pipeline issues; Common data definitions and understanding of priorities; thus, spending less time debating the data and more time deciding and acting; Spotlights talent improvement in areas with the highest potential return; Common picture: brings order out of chaos; intuitive, practical; Helps to monitor, measure and manage the talent picture; early warning alerts ;.You can see the forest you can see the trees Saves precious time and resources:...focus is on the right issues; Helps leaders stay on top of the issues real time information; Finger-tip access to all the information managers need to understand and improve talent capability of their unit; 28

29 LEADERSHIP PIPELINE DASHBOARD DAY TO DAY MAKING DECISIONS REGARDING TALENT Power is not revealed by striking hard or often, but by striking true Honore de Balzac Outcome at the grass roots Managers and HR-discussing issues-deploying talent: Conversations around people issues are different changed dramatically: Issues are framed in business terms, analytics, same language; Accountability: dramatically improved: more readily able to engage and gain team commitment; Focuses priorities: Not need to make all the moves ; however, the Dashboard helps managers make smart, informed moves; Improves Talent Intelligence across the system; Improves coaching of others line management more fully engages; Changes the role of Human Resources to more fully engage in this key, high impact area moves the function toward a more strategic activity; Provides Human Resources with information and a framework to productively engage other key leaders: Creating different discussions; moves the issue to more fact based rather than being emotional laden Enhances HR being at the table staying at the table 29